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CSM RESE ARCH REPORT
AI,
BLOCKCHAIN,
AND
IMMERSIVE
TECHNOLOGIES
METAVERSAL BUSINESS MODELS OF
PROFESSIONAL
FOOTBALL
CLUBS
IN
2030
![](https://csdnimg.cn/release/download_crawler_static/89159056/bg2.jpg)
INTRODUCTION
Dear
readers,
At the latest since Facebook’s rebranding
to Meta in October 2021, the metaverse
and its underlying technologies have be-
come prominent and captivating topics of
discussion within the sports industry. An
often insufficiently specified buzzword,
the metaverse is best understood as a
new iteration of the internet that utilizes
virtual reality (VR) and augmented reality
(AR) hardware, blockchain technology and
avatars within a new integration of physi-
cal and virtual worlds (e.g., Lee et al., 2021;
Newton, 2021). In this amalgamation of
immersive technologies and experiences,
non-fungible tokens (NFTs) are emerging
as crucial building blocks and a revolution-
ary type of digital asset, which collective-
ly ensure unequivocal and indisputable
ownership in the metaverse (e.g., Weston,
2022). According to the World Economic
Forum, the total addressable market for
metaverse could be forecasted to reach
up to 4.4 trillion USD (Armstrong, 2023; Li
and White, 2023). The hype around virtual
worlds and the technologies that support
them has died down considerably during
spring and summer 2023, as technology
companies and the marketing world have
turned their attention to another founda-
tional technology of the metaverse: gen-
erative AI (Wright, 2023). While we can
reasonably assume that the metaverse
is here to stay (Johnson, 2023), the pre-
vailing uncertainty surrounding the con-
cept of the metaverse has sparked inquir-
ies into the dynamics of value creation
within our new digital worlds (Tobaccow-
ala, 2023). We simply don’t know yet what
business models will work in the future
(Palmer, 2023).
As technology advances, sports brands
like Adidas, Nike, or Puma embrace the
metaverse and related technologies to
engage with their fans in new and inno-
vative ways. Leagues such as the Ger-
man Bundesliga have secured lucrative
deals trough the licensing of global rights
for digital stickers, digital trading cards,
and NFTs (e.g., DFL, 2022). And also Eu-
ropean professional football clubs (PFCs)
have actively positioned themselves
and pioneered with early use cases in
the metaverse economy. The spectrum
of initiatives undertaken by these clubs
is broad. English Premier League club
Manchester City, for example, has begun
building virtual replicas of its stadium to
get fans from around the world to visit
virtually via digital avatars (e.g., Peters,
2023). The objective of the Sky Blues’ in-
novative development project is to utilize
AI-controlled cameras to render real-time
3D broadcasts of matches, making them
accessible to fans in virtual twin stadi-
um through virtual reality (VR) gear. Other
clubs, such as FC Arsenal, Juventus Tu-
rin, Paris St. Germain, and Borussia Dort-
mund have teamed up with crypto com-
panies to issue fan tokens. These tokens
allow fans to buy NFTs or receive exclu-
sive admission rights, priority rights to
VIP tickets, or even decision-making
rights, such as choosing the color of the
team bus and club slogan. AC Milan and
Fiorentina have made history by cooper-
2
![](https://csdnimg.cn/release/download_crawler_static/89159056/bg3.jpg)
ating with Serie A to stream the first pro-
fessional football match on a metaverse
platform called The Nemesis Metaverse
(e.g., Radnedge, 2022).
While these pioneer cases undeniably
showcase the potential for PFCs to ex-
plore unique business opportunities, it re-
mains unclear whether the metaverse and
its foundational technologies could be a
game changer for traditional PFCs’ busi-
ness models. Specifically, will the differ-
ent technological building blocks of the
metaverse possess the power to entirely
revolutionize the business model of a PFC?
DELPHI STUDY, 12 PROJEC-
TIONS, AND 103 EXPERTS
To answer these crucial questions, we
asked 103 experts from
11
countries to
envision the future of the metaverse, its
foundational technologies and their po-
tential transformative impact on the busi-
ness model of PFCs by 2030. Utilizing the
widely recognized Delphi approach (e.g.,
Beiderbeck et al., 2021a; Merkel et al.,
2016; von der Gracht, 2012; von der Gracht
et al., 2010), our expert panel assessed 12
projections concerning the metaverse’s
influence on various business model
components of PFCs, consisting of value
creation, value proposition, and value
capturing. We used an established on-
line platform allowing for a real-time Del-
phi format with immediate calculations of
group statistics.
To ensure a holistic view, we have assem-
bled an interdisciplinary panel of experts.
Naturally, our sample contains the per-
spective of professionals from the foot-
ball industry such as managers of PFCs,
representatives from football leagues or
associations, as well as sports adjacent
professionals such as sports IP holders,
broadcasters, and agencies. To broaden
our perspective, we also invited experts
from academia and individuals special-
izing in the metaverse or digital domain,
such as digital agencies, professionals
from metaverse building companies, and
digital entrepreneurs.
Our research team, comprising members
from the Center for Sports and Manage-
ment at WHU – Otto Beisheim School of
Management and the School of Interna-
tional Business and Entrepreneurship at
Steinbeis University has independently
conducted this study between February
and April 2023. Each of the 103 experts
determined the expected probability of
a given projection, the desirability of its
occurrence, and the potential impact in
case of occurrence. We extend our sincere
gratitude and appreciation to all experts,
who volunteered to participate in this
study and made valuable contributions to
our research and this report. In addition
to the quantitative assessments of the 12
Delphi projections, they provided 590 writ-
ten text answers, which is an indication of
their commitment and contribution to the
high quality of the conducted Delphi study.
THE METAVERSE WILL
SIGNIFICANTLY CHANGE PFCs´
BUSINESS MODEL BY 2030
Overall, our panel of 103 experts unan-
imously agrees that the metaverse will
impact a PFC´s business model by 2030.
Especially immersive technology hard-
ware and metaverse partnerships will
transform value creation in PFCs. So,
our expert panel consensually expects a
change of how value is created by PFCs
in 2030. This change primarily emerg-
es through the utilization of immersive
technology hardware, such as AR head-
sets, and VR glasses, as an integral part
of PFCs´ entertainment product of the fu-
ture (projection #02, 76% probability) with
a high potential for enhanced stadium ex-
perience both at home and at the venue,
elevated levels of engagement, and inno-
vative revenue streams in the metaverse
realm. To leverage their expertise and to
chart the appropriate path in the emerg-
ing metaverse, the panel also expects
PFCs to likely form multiple new commer-
cial partnerships with metaverse building
or service companies (#04, 70%). On the
other hand, the experts remain undecid-
ed, but it appears possible to them, that
PFCs might create a new dedicated po-
sition to internalize relevant metaverse
knowledge and capabilities and thus em-
phasize the significance of the metaverse
for the future business model
(
#
0
1
,
68%). As for the reorganization of inter-
nal processes and structures through
metaverse underlying technologies, such
as using blockchain-based smart con-
tracts as a standard to manage licensed
player teams (#04, 51%), the experts,
generally assign a relatively low probabil-
ity to this projection. There is skepticism
about the tangible efficiency benefits of
such an approach, with some experts
going as far as labeling it a “technical
solution looking for a problem.”
WEB3 APPLICATIONS AND ITS
APPEAL TO NEW CUSTOMER
SEGMENTS WILL INNOVATE
PFCs´ VALUE PROPOSITION
In the future, the value proposition of a
PFC is expected to undergo changes in
the metaverse, incorporating new ways of
customer and fan interaction. Web3 ap-
plications, like digital trading cards and
pay-to-win transactions, are likely to be
integrated into daily business by 2030
(#08, 72%), with a particular focus on en-
gaging the tech-savvy younger gener-
ation and dispersed international fans.
According to our experts this interactive
approach could also lead to the attrac-
tion of new customer segments, con-
tributing to a significant B2C customer
growth by 2030 (#06, 66%). When looking
at the future product offering of PFCs in
the metaverse, i.e., virtual goods and ser-
vices, and its impact on the overall rev-
enue structure, our experts believe that
a significant change is possible without
showing strong support (#05, 60%). This
is in line with our Delphi panel´s anticipa-
tion that the expected probability of PFCs
taking a cross-industrial market leader
position in owning multiple metaverse
presences will not be extensively high
(projection #07, 59%), mainly due to a
high level of managerial reservation to
make such substantial investments.
ARTIFICIAL INTELLIGENCE (AI)
AND NEW REVENUE MODELS IN
THE METAVERSE WILL IMPROVE
PFCs´ VALUE CAPTURING
Our experts consensually expect that the
utilization of AI in the metaverse will have a
high impact on the future marketing cost of
PFCs and will significantly reduce advertis-
ing expenses by 2030
(
#
1
2
,
75%). It must be
added, though, that some experts explicitly
see the revolutionary power of transforma-
tion through AI even without the contextual
application in the metaverse. The concept
In this report, the generic masculine is used for better
readability. However, this includes all genders.
3
![](https://csdnimg.cn/release/download_crawler_static/89159056/bg4.jpg)
4
intensity and quality of fan and customer
interaction and engagement. However, the
comments also highlight that different
PFCs might experience varying impacts,
and there are concerns that the meta-
verse could widen the gap between top
European PFCs and other clubs.
Moreover, the experts consistently em-
phasize that football fans could frequent-
ly display resistance when it comes to
embracing innovative ideas introduced
by PFCs. This predisposition towards tra-
ditional football causes PFCs to antici-
pate slow-changing consumer behavior.
Subsequently, this may lead to hesitancy
in exploring innovative approaches to
transform their business model to extend
beyond the current state. Additionally, the
experts voice significant concerns about
the managerial capabilities and the ex-
tent of receptiveness towards innova-
tion and exploratory endeavors within the
leadership of PFCs.
of fan supported decentralized autono-
mous organizations (DAOs), on the other
hand, is not expected to have a significant
impact on improving PFCs´ cost struc-
tures by introducing beneficial financing
conditions (#11, 50%). While the metaverse
shows potential to improve value captur-
ing by working on the cost side, our Delphi
panel also estimates that new revenue
models are possible in the metaverse. They
can be achieved through e.g., platform fees
from transactions between fans, commer-
cial partners, and media partners
(
#
1
0
,
65%) as well as continuous royalty pay-
ments (projection #09, 65%). As for plat-
form fees, some of our experts argue that
there are already encouraging examples
of networks and transactional platforms,
such as Twitch, Whatnot, or Discord, that
have successfully implemented earning
transaction fees on micropayments – cer-
tainly paving a potential pathway for PFCs
and enabling the creation of own fan-cen-
tric metaverse marketplaces.
THE METAVERSE WILL RETAIN
ITS GLOBAL SIGNIFICANCE
BUT WILL NOT MEAN AN EQUAL
OPPORTUNITY FOR ALL PFCs
Overall, our experts’ views on the projec-
tions vary significantly, only two out of
twelve projections achieved consensus in
the expected probabilities of occurrence
(#02,
#
1
2
)
.
This low degree of consensus
among the experts highlights the con-
troversial and multifaceted nature of the
metaverse as a topic of discussion. It also
reflects the specific statics of versatile
business models in the football industry,
where the impact of innovation and trans-
formation forces elicits diverse perspec-
tives and viewpoints. When asked about
the degree of potential business model
innovation on a scale ranging from incre-
mental change (AAA) to radical innova-
tion (BBB), the expert panel assessed it to
be strongly incremental (falling between
the two-scale points A and
A
/
B
)
,
without
reaching consensus on this question.
In their qualitative comments across var-
ious projections, our experts point out
that PFCs are well-positioned to enter the
metaverse since entertainment will be a
core foundation of this new digital realm.
They believe that PFCs can leverage their
brand pull on a global scale and reach new
customer segments, while enhancing the
We anticipate the metaverse to continue
to be of global societal significance, not at
least because of the recent fervor ignited
by the product presentation of the mixed
reality (MR) headset “Apple Vision Pro”
(Apple, 2023; Scheuer et. al, 2023), and
recent Chinese government initiatives
promoting financial support of metaverse
technologies across the country (e.g.,
Jansen, 2023; TechNode Feed, 2023).
Despite the relatively low consensus on
the expected probabilities of our projec-
tions, we do not underestimate the po-
tential future influence of the metaverse
on existing business models. Quite to the
contrary, akin to the internet which was
occasionally dismissed as a “passing fad”
in the early 2000s (Chapman, 2000), we
believe the metaverse has a significant
transformative power. Due to its complex-
ity, this transformative potential current-
ly may not generate unanimous opinions.
Nonetheless, PFCs will inevitably engage
with the metaverse, whether out of antici-
pation or necessity. We look forward to
further discourse on this topic whether it
occurs in the stands of the physical stadi-
ums or their metaverse twins. .
Authors
Prof. Dr. Sascha L. Schmidt, Prof. Dr. Heiko
von der Gracht, Dr. Daniel Beiderbeck,
Gerrit Heidemann
![](https://csdnimg.cn/release/download_crawler_static/89159056/bg5.jpg)
5
CONTENT
12 PROJECTIONS ON THE IMPACT OF THE METAVERSE ON THE BUSINESS MODEL
OF PROFESSIONAL FOOTBALL CLUBS (PFCs)
#01:
By 2030, PFCs employ a dedicated “Head of Metaverse” to explore, detect
and develop new business opportunities in the metaverse economy.
6
#02:
By 2030, PFCs use immersive technology hardware as an integral part
of their core entertainment product football.
7
#03:
By 2030, PFCs use blockchain based smart contracts
as a standard to manage their license player teams.
8
#04:
By 2030, PFCs have entered multiple commercial partnerships
with metaverse building or service companies.
9
#05:
By 2030, PFCs earn more than 5% of their overall revenue
through virtual goods and services in the metaverse.
10
#06:
By 2030, PFCs have grown their global B2C customer base
by more than 10% compared to 2022 through the metaverse.
11
#07:
By 2030, PFCs are cross-industry market leaders in terms
of owning multiple presences on metaverse platforms.
12
#08:
By 2030, the integration of web3 applications into daily business
has significantly improved PFCs´ interaction with their fans.
13
#09:
By 2030, PFCs earn perpetual royalties from activities in the metaverse.
14
#10:
By 2030, PFCs earn platform fees from transactions between their fans,
commercial and media partners on their metaverse premises.
15
#11:
By 2030, fan supported decentralized autonomous organizations (DAOs) provide
significant financial support for the implementation of PFCs´ investments.
16
#12:
By 2030, artificial intelligence (AI) powered advertising in the metaverse has
significantly reduced PFCs´ marketing cost for entering the long tail.
17
AT A GLANCE: ALL 12 PROJECTIONS 18
STUDY DESIGN AND METHODOLOGY 19
ABOUT THE WHU, THE CSM, AND THE AUTHORS
20
REFERENCES 22
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